Dissertations / Theses: 'The role of the manager in the human resource management'

1

Pietersen, F. L. (Flozenia Lizzet). "The emerging role of the human resource manager as strategic partner in South African organisations." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50148.

Full text

Abstract:

Thesis (MA) -- University of Stellenbosch, 2004.
ENGLISH ABSTRACT: South African organisations, just as in other countries, are fighting to gain a competitive advantage over their competitors. In this struggle, human resources have become the focus point of debate and intervention in organisations. The task-related competencies of employees have suddenly become central with regard to the performance of organisations. This new-found importance with which human resources have been labeled, also has a spill-over effect on the importance of the human resources function in organisations, especially the manager and leader thereof. The aim of this study is to shed light on the strategic partnership role that senior human resource managers currently play in South African organisations. Furthermore, a theoretical framework through which the concept of strategic partnership can be understood and explored, is introduced. The data was collected by utilising a survey and consisted of adapted versions of the Human Resources Role-assessment Survey (strategic partner), the Human Resources Competencies Scale as well as scales that measured the dimensions of strategic role motivation and strategic role opportunity. The results of this study showed that on average, the senior human resource (HR) managers in South Africa rated themselves significantly higher on the strategic partnership dimension than senior line managers rated them. Additionally, it seems that senior HR managers reported higher levels of professional competencies than of business-related competencies. A significant positive relationship exists between professional competencies and business-related competencies. There seems to be a significant positive relationship between strategic partnership and strategic role motivation as well as strategic partnership and strategic role opportunities within South African organisations. Conclusions are drawn from the results and recommendations are made for future research.
AFRIKAANSE OPSOMMING: DIE ONTLUIKENDE ROL VAN DIE MENSLIKE HULPBRONBESTUURDER AS IN STRATEGIESE VENNOOT IN SUID-AFRIKAANSE ORGANISASIES Net soos in ander lande, veg Suid-Afrikaanse organisasies vir die verkryging van 'n kompeterende voordeeloor hul mededingers. In hierdie stryd het die menslike hulpbron die fokuspunt van debat en intervensies in organisasies geword. Die taak-verwante bevoegdhede van werknemers het skielik sentraal geword in die ontleding van die prestasie van organisasies. Hierdie nuutgevonde belangrikheid waarmee die menslike hulpbron geëtiketteer word, het gelei tot die toenemende belangrikheid van die menslike hulpbronfunksie in organisasies, en spesifiek die bestuurder en leier van hierdie funksie (menslike hulpbronbestuurder). Die doel met hierdie studie is om die strategiese vennootskapsrol van menslike hulpbronbestuurders in Suid-Afrikaanse organisasies op te klaar. Verder word 'n teoretiese modelook ontwikkel waarmee die konsep van strategiese vennootskap beter verstaan en verder verken kan word. Die data is ingesamel deur gebruik te maak van 'n opname wat die vorm van 'n vraelys aangeneem het. Hierdie vraelys het bestaan uit aangepaste weergawes van die Menslike Hulpbron Rol-assesseringsopname (strategiese vennootskap), die Menslike Hulpbron Bevoegdheidskaal, sowel as vrae oor die dimensies van strategiese rolmotivering en strategiese rolgeleenthede. Die resultate van hierdie studie toon dat senior menslike hulpbronbestuurders in Suid-Afrikaanse organisasies hulself gemiddeld beduidend hoër tellings toeken op die dimensie van strategiese vennootskap as senior lynbestuurders. Dit blyk dat senior menslike hulpbronbestuurders ook oor hoër vlakke van professionele bevoegdhede as besigheidsverwante bevoegdhede beskik. Daar bestaan In beduidende positiewe verband tussen professionele bevoegdhede en besigheidsverwante bevoegdhede. Daar blyk ook In beduidend positiewe verband tussen strategiese vennootskap en strategiese rolmotivering, sowel as strategiese vennootskap en strategiese rolgeleenthede in organisasies te wees. Op grond van hierdie resultate is daar bepaalde gevolgtrekkings gemaak asook aanbevelings vir verdere navorsing.

APA, Harvard, Vancouver, ISO, and other styles

2

Ustohalová, Klára. "Vymezení role HR a liniového manažera ve společnosti LAC, s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241317.

Full text

Abstract:

The master´s thesis is focused on the definition of the role of HR and line manager at LAC, Ltd. The thesis consists of two parts - theoretical and practical. The theoretical part is based on findings of the literature which is aimed at human resources management, role of HR manager and role of line managers in the company. The practical part deals with description of the company and its human resources management and an analysis of the role of line and HR managers in the company using interview method.

APA, Harvard, Vancouver, ISO, and other styles

3

Robson, Fiona. "Managing absence in the UK public sector : the role of first line managers." Thesis, Northumbria University, 2009. http://nrl.northumbria.ac.uk/281/.

Full text

Abstract:

This study investigates the characteristics of first line managers (FLMs) required to manage absence 'effectively' within Gateshead Metropolitan Borough Council. An important theoretical contribution to knowledge is made by focusing specifically on the role and impact of FLMs which is an issue that has previously been identified as being important, but has not been researched specifically. A wide range of literature was explored from the fields of health management, psychology and business management to present a clear picture of the key issues involved in absence management. Discussions are provided on personal, organisational and group level characteristics which have been found to have an association with levels of employee absence, before looking at best practice in the management interventions that can be used. Five major hypotheses were generated from the literature and were further broken down into 21 testable sub-hypotheses. A positivist approach was taken using a quantitative methodology in order to meet the objectives of this study. This consisted of a range of research methods including a survey to FLMs, policy analysis and analysis of internal organisational documents. Using this variety of methods a clear picture of existing practices was developed and then analysed. This extensive methodological approach makes an interesting contribution to this research field and is in response to some earlier criticisms of research designs in this area. The survey results show multiple statistically significant relationships between variables and levels of absence including; the age of the FLMs; the division (p=0.01) and departments (p=0.02) in which the FLMs work, and their levels of knowledge of the organisation's absence management policy and procedures (p= 0.048). This allowed the rejection of the null hypotheses and states that there is an association between these variables and levels of absence of the FLMs' employees. However, there are also other interesting results that are of high practical significance despite the results not being statistically significant. This includes looking at relationships between variables such as career history and relationships with other stakeholders, when correlated with the absence levels of the FLMs' employees. The main results from the other research methods utilised in this study demonstrate that there is some ambiguity over responsibilities for managing absence and that absence management is not fully integrated into associated HR policies. Despite attempts to implement best practice interventions, there remain some indications of differences between rhetoric and reality. Recommendations for the organisation include the need to include supplementary details in their absence management policy and to condense the seven existing documents into one comprehensive policy guide. In addition the organisation needs to support their FLMs so that they understand exactly what their role in absence management entails and how and when they should work in partnership with other stakeholders.

APA, Harvard, Vancouver, ISO, and other styles

4

Kolibová, Adéla. "Návrh assessment centra na pozici HR manažera." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222584.

Full text

Abstract:

Diplomová práce se zabývá navrhnutím Assessment centra pro pozici HR manažera ve vybraném výrobním podniku. V teoretických východiscích práce jsou uvedena témata, která souvisí s cílem diplomové práce. Dále je v práci provedena analýza pracovního místa, aby mohly být vytvořeny vhodné podmínky pro nastavení klíčových kompetencí HR manažera. Tyto klíčové kompetence slouží jako základ pro navrhnutí Assessment centra, které poté může být využito jako efektivní výběrová technika.

APA, Harvard, Vancouver, ISO, and other styles

5

Darby, Roger. "International human resource management : a study of the role of organisational support systems in determining the subsequent performance of expatriate managers." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.313967.

Full text

Abstract:

This research considers the effective deployment of expatriate managers by international organisations. It is argued that success on international placements is partly dependent upon the identification and development of support for personnel managing such assignments Extant research indicates that the success rates of international assignments are not commensurate with the investments made by organisations. A number of key elements have been identified which, it is argued, if properly supported could ensure a greater degree of satisfaction and success of the `dual' expatriation process. Central to this research is the view that in order for organisations to maximise the skills and abilities of staff sent on international assignments and to minimise the direct and indirect costs of the whole process, these key elements of support should be placed within an organisational policy. This should be framed, communicated, enacted upon and understood by all concerned. This would encompass the He cycle of assignments involving the main phases of pre-departure, post arrival and repatriation. In order to examine this propositional view, this research studied the support given to expatriate managers on international assignments and compares and contrasts it with stated parent company policy in the assistance of their staff placed abroad. A number of methods of enquiry were undertaken. Adopting a Western European perspective, it included the retrospective view by expatriate managers of the support given by their companies in the completion of an international assignment. To examine the extent to which the perceptions of managers of company support on assignments matched declared policy, data from a survey questionnaire of 300 managers from four companies in different sectors was examined. The expatriation policies of four multinational companies were also examined and key personnel were interviewed about the framing and implementation of these policies. Further analysis of perceptions within companies was possible through semi-structured interviews with selected key decision makers. The main contribution of this thesis is the development of a conceptual model identifying a typology of support during the dual expatriation process. This will assist both academic and practitioners to analyse the whole expatriation process and enhance both individual and organisational development.

APA, Harvard, Vancouver, ISO, and other styles

6

Hedmark, Stefan. "Plutonchefen - administratör och krigare? : En enkätstudie om hur plutonchefen upplever att arbetsinnehållet påverkats av arbetsgivarrollen." Thesis, Försvarshögskolan, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:fhs:diva-2498.

Full text

Abstract:

I arbetslivet har första linjens chefer haft stora inslag av direkt ledarskap med en traditionellt hög närvaro hos de underställda. Studier visar på en ökad andel administrativa, ekonomiska och personalledande uppgifter för första linjens chefer som får till följd en minskad delaktighet i den dagliga verksamheten men också sämre möjligheter att motivera sin underställda, vilket negativt påverkar verksamheten. I Försvarsmakten har administrativa uppgifter som tidigare genomfördes högre upp i organisationen flyttats till en lägre nivå. Uppsatsens syfte är att öka förståelsen för och kunskapen om plutonchefens arbetssituation efter införandet av anställda soldater och den delegerade arbetsgivarrollen till plutonchefen. Studiens fokus är på plutonchefens avvägning mellan deltagandet i underställdas verksamhet för att utöva direkt ledarskap kontra att genomföra bl.a. personaladministration. I studien används rollteori från socialpsykologin som analysmodell, med utgångspunkt i tidigare forskning och litteratur om första linjens chefer och Försvarsmaktens ledarskapsmodell. Inledningsvis beskrivs Försvarsmaktens ”utsända” rollförväntning, därefter inhämtas plutonchefens upplevda arbetssituation och rollförväntning med en enkät till 141 plutonchefer (90 svar). Slutligen jämförs rollförväntningarna med varandra samt med teorin. I empirin framkommer att plutonchefernas situation är pressad där upplevda tvingande administrativa arbetsuppgifter prioriteras före direkt ledarskap. Hälften (48 %) av plutoncheferna deltar i underställdas verksamhet mindre än 20 % av sin arbetstid och endast 20 % av plutoncheferna använder mindre än 20 % av arbetstiden till administration av underställda. Resultatet antyder att det finns en skillnad i rollförväntningar på plutonchefen mellan Försvarsmakten och plutoncheferna själva, främst kopplat till faktorn överbelastning av arbetsuppgifter samt yrkesrollidentiteten.

APA, Harvard, Vancouver, ISO, and other styles

7

Nkosi, Sizwe Victor. "Strategic change in the public service : differential roles of human resource and line managers." Diss., University of Pretoria, 2016. http://hdl.handle.net/2263/63645.

Full text

Abstract:

Introduction Change is theorised as being inevitable and constant, yet it can be managed either proactively or reactively. It can occur incrementally as a process, or drastically and radically; this invariably affects the systems and sub-system. Most managers in the Public Service (PS), officials, consultants and practitioners conceptualise change management with minimal strategies of how to deal with it, especially when it occurs in an organisation. Change management needs key role players with respective roles to manage change within an organisation. Change management in this study is in the context of organisational strategic change, where human resource (HR) and line managers are regarded as key stakeholders in dealing with change, particularly strategic change, in the PS. Failed change efforts are due to inadequate change management competence, which ultimately demands effective change management solutions, tailor-made programmes and specific actions, including skills and roles that need to be applied. If change is not managed in an organisation, it creates resistance that is associated with negative emotions where individuals and collectives experience fear, anxiety, insecurity, loss of control, constant routines, traditions, lack of support, confidence and trust. At an organisational level it can result in inadequate performance due to unclear goals and affected employees not being involved in the planning of change, as well as poor management style and political dynamics within the organisation. The PS is in flux and is affected by the rapid pace of social, political and technological change. Change should be managed by HR and line managers in the PS. Research Purpose The aim of this study was to determine the different roles that HR and line managers play during various phases of strategic change in the context of the PS and to further explore if they actually fulfil those theoretically determined roles. Motivation for the Study The PS has undergone tremendous change, mainly to adapt its service delivery machinery to government’s broadened mandate to serve all of the people of South Africa. Therefore, the motivation of this study is based on the lack of success in the PS in delivering services as required. This necessitates change efforts to improve service delivery. The failure of change efforts due to insufficient change solutions by management in the PS creates a gap in knowledge about change management solutions in the PS. This knowledge gap exists as result of the fact that there has been no research that has explored, in any detail, specifically how HR and line managers go about managing change on a day-to-day basis. This indicates that there is a scarcity of prior empirical studies exploring how change should be managed in organisations, including the PS. Leaders and managers in the PS do not understand the complexities they are facing when dealing with change due to the lack of capacity in terms of roles in leading and managing the change process. Hence the motivation of the study seeks to determine change management solutions through key stakeholders, by exploring the roles of HR and line managers in managing and leading change in the Public Service.
Dissertation (MPhil)--University of Pretoria, 2016.
Human Resource Management
MPhil
Unrestricted

APA, Harvard, Vancouver, ISO, and other styles

8

Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges and Changes." Licentiate thesis, Linköping : Department of Management and Economics, Linköping University, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7662.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Azizsafaei, Farzaneh. "The role of human resource management in achieving organisational agility." Thesis, Birmingham City University, 2017. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.739954.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Ferm, Linda, and Malin Jakobsson. "How the Competencies of a Project Manager are Valued : A Case Study of a Swedish Energy Company." Thesis, Linköpings universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-151389.

Full text

Abstract:

The purpose of this study is to examine howthe intellectual, social/emotional and managerial competencies of a project managers are valued by the line manager and project manager to provide a framework for categorizing the competencies which can be used for HR purposes. Previous research has developed a framework of 15 competencies connected to intellectual, emotional and managerial intelligence. Studies have linked the competencies of a project manager to project success. Research emphasizes the need of integrating and involving the project manager to have an active role in competence management. However, the competence management of the project manager is not as widely discussed. With this background, it is therefore interesting to study how the employees involved ina project value the competencies of a project manager and to further discuss the HRM practices for a project manager. Six interviews were held with one line manager and five project managers working at a Swedish energy company. Inline with previous research, this study found that the 15 competencies of a project manager are valued important by the line manager and the project managers. Based on the empirical findings the 15 competencies were categorized into four categories; perceptive competencies, strategic competencies, interpersonal competencies and elemental competencies. Furthermore, the empirical data show a difference in what competencies the line manager hopes for the project manager to have, and what competencies the project managers hope to achieve. Both the theoretical and the practical contribution are a framework based on the categorization of the 15 competencies of a project manager. The suggested use of the framework is as part of competency -based human resource management, and more specifically as part of performance management. Further, the study presents a behavior-anchored rating scale for evaluating of the 15 competencies of a project manager.

APA, Harvard, Vancouver, ISO, and other styles

12

Desmond, Martin, and Henrik Hansson. "The safety manager as a boundary spanner between communities of practice : The employment of a safety manager in a Swedish construction company." Thesis, KTH, Fastigheter och byggande, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-212069.

Full text

Abstract:

Safety is an important concern within the construction industry. Many different management strategies exist in the literature, but despite ambitious efforts to improve the safety and prevent accidents, the accident incidence is still unacceptably high. This paper examines the employment of a safety manager in the Swedish construction industry as a strategy to foster a better safety culture, and discusses how the safety manager should approach the project based organisation (PBO). The study uses an abductive approach with an iteration of interviews, observations and a literature study to gain deeper knowledge of the subject. The research comprises a cross sectional interview study of semi-structured interviews to narrate the role of the safety manager accompanied with a short survey. The study is limited to three projects of one Swedish construction company, and a new role not yet established in the company. Furthermore, the study uses a human resource management approach with focus on communities of practice and boundary spanning. The findings report that the safety managers take on a role as a boundary spanning link between well-established but unsynchronized communities of practice. The identified communities are the HR department and the PBOs. Furthermore, the safety manager functions as a “double-sided” boundary spanner, to broke knowledge and support employees to achieve a satisfactory safety culture. However, the narratives express a present ambiguity and a need to clarify the role and its responsibilities regarding safety in the PBO. The thesis contributes with insights of the safety manager’s practice and discusses how safety knowledge should be transferred between communities of practice in the fragmented PBO and its high level of tacit knowledge.
Arbetsmiljö och säkerhet är ett viktigt ämne inom byggbranschen. Många olika strategier och metoder för att förbättra arbetsmiljön finns också tillgängliga. Trots detta inträffar alltför många olycksfall. Denna studie undersöker strategin att anställa en safety manager i den svenska byggbranschen för att främja en bättre säkerhetskultur samt diskuterar hur en safety manager bör utöva sin profession. Ett kvalitativt abduktivt arbetssätt har tillämpats där intervjuer och observationer har växlats med litteraturstudier för att erhålla förståelse av ämnet. Studien är en multipel tvärsnittsfallstudie med semistrukturerade intervjuer samt en mindre enkätundersökning. Studien omfattar tre projekt i ett svenskt företag. Det teoretiska perspektivet utgår från, samt begränsas av koncepten human resource management (HRM), communities of practice och boundary spanning. Resultatet visar att safety managern kan fungera som en boundary role som länkar ihop olika osynkroniserade communities. Det identifieras att effektiv boundary spanning kan ske mellan HR-avdelningen och projektorganisationerna samt mellan produktionsledningen och yrkesarbetarna inom projektorganisationerna. Safety managern blir en double-sided boundary spanner som knowledge broker samt en support för anställda för att främja en god säkerhetskultur. Resultatet visar samtidigt att det råder oklarheter kring rollen och att bland annat ansvarsområden behöver förtydligas för att nå full potential. Studien bidrar med insikter i hur safety manager-rollen uppfattas och hur den fungerar, samt hur den kan förbättras. Vidare bidrar studien med förståelse för hur rollen kan främja kunskapsöverföring avseende arbetsmiljö mellan communities där hög grad av tyst kunskap råder.

APA, Harvard, Vancouver, ISO, and other styles

13

Francis, Helen Mary Inez. "A processual analysis of organisational change and the role of human resource management." Thesis, De Montfort University, 2000. http://hdl.handle.net/2086/4141.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Turner, Geoffrey. "Balancing the balanced scorecard : a new role for human resource accounting in sustaining the knowledge-based organisations of the future." Thesis, University of Kent, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310205.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Cronin, Eileen. "Implementing service quality programmes in UK retail financial services : the role of human resource management." Thesis, University of Manchester, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.633686.

Full text

Abstract:

This thesis examines the practice of Human Resource Management and the implementation of Service Quality Programmes in the UK Retail Financial Services Sector. The study set out originally to explore the effects on the HRM role, policies and practices of environmental and strategic change. HRM was defined as follows: l.close integration of HR policies with business strategies and the use of HR policies to reinforce (or change an inappropriate) culture; 2.the recognition that employees are a source of competitive advantage and therefore a valuable resource (rather than a cost); and 3.consistent and coherent policies which promote flexibility and commitment. Initially, a survey of seventeen HR directors of major UK banks and building societies was conducted. This provided a sectoral overview of environmental and business strategy changes and their implications for HRM. The use of Service Quality programmes was found to be widespread and to have significant implications for the management of human resources. The research than turned to case study analysis of HRM and Service Quality Implementation. A comparative case study analysis of two banks with contrasting approaches to HRM and Service Quality was conducted. Analysis was contextual, processual and multi-level (the two banks were studied at both the strategic and operational (ie. branch) levels. The extent to which a HRM approach was adopted was evaluated and it was found that both fell short of achieving full HRM, as defined above. The factors which facilitate and inhibit the development of HRM were explored. Such factors as business strategy, environmental pressures, cost cutting, short-term ism , the use of financial performance indicators, cultural factors, poor change management skills etc. were found to be influential. The role of strategy emerged as critical. It is hypothesised that quality strategies may facilitate the development of HRM, while cost cutting strategies may hinder its achievement in certain circumstances. It was also shown that both banks encountered problems in implementing their Service Quality programmes. The obstacles to implementation were explored and found to be similar to those which inhibit the development of HRM. Further research is urged to determine the contingencies under which service quality strategies and HRM can be successfully implemented in service organisations.

APA, Harvard, Vancouver, ISO, and other styles

16

Alnuaimi, Asma. "Happiness at work in the UAE : the role of leadership style and human resource management." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/happiness-at-work-in-the-uaethe-role-of-leadership-style-and-human-resource-management(0c69e769-c454-4261-9c4e-b622d357f2d2).html.

Full text

Abstract:

There is a wealth of literature on job satisfaction from both Western and Eastern experiences and perspectives, but the literature is limited when it comes to happiness at work, especially in the Arab region. This study is an attempt to encourage research studies in the field of happiness at work in the Middle East and specifically in the United Arab Emirates, the context of the present research, to influence planning in government organisations in implementing a strategy for long-term impacts on happiness levels. This research uses a mixed methods approach of both questionnaires and interviews to collect data. The analysis is conducted by using quantitative and qualitative tools to recognise the gaps and the factors that influence happiness at work and suggests recommendations in order to raise happiness across organisations over the long run. The findings of this study emphasise the necessity of correlating HRM practices, rules and systems with strategic planning that focuses on employee happiness as the greatest purpose of an organisation. The findings emphasise the power of three factors related to employees' feelings towards work which are: Leadership style, organisational culture and organisation structure and how reflecting them in an organisation will positively influence satisfaction and build a strong, positive and happy workplace. This research also discusses one of the controversial inquiries found in the literature about the relationship between job satisfaction and happiness. A conceptual framework is suggested to illustrate the connection between job satisfaction and happiness from a new perspective and clarify how these two concepts positively interact. It clarifies that organisations that indicate a high-level of happiness at work usually indicate a high-level of job satisfaction, and when an organisation achieves a high-level of job satisfaction, it can be deduced that people in the organisation are happy, even where happiness per se is not measured. The findings also show that the role of religion in raising happiness in general is clearer than its role in raising happiness at work and that employees from the sample group, who emphasise the importance of practicing religious rituals, still indicate low feelings towards work regardless of all the facilities that are provided to them to practice their religion.

APA, Harvard, Vancouver, ISO, and other styles

17

Yang, Jae Wan. "How Frontline Managers Implement, and Employees Experience, Commitment HR Practices: The Roles of Individual Attributional Process and Self-Transcendence Values." Diss., Virginia Tech, 2014. http://hdl.handle.net/10919/81104.

Full text

Abstract:

The finding of a positive relationship between a set of well-configured commitment human resources practices and performance outcomes at multiple levels of an organization is a well-documented in the strategic human resource management (HRM) literature (e.g., Combs, Lui, Hall, and Ketchen, 2006; Kehoe and Wright, 2013). However, several recent empirical studies (e.g., Liao, Toya, Lepak, and Hong, 2009) find a significant gap between the HR practices organizations report they use and the HR practices employees report they experienced. These more recent findings call into question the extent to which formal HR programs reported by organizational leaders are actually understood and implemented by lower level managers. To the extent that formal HR programs are not fully implemented as intended suggests many organizations may not be getting the full benefits from their HR program investments. The present study addresses this issue by focusing on the problem of HR practices implementation. Drawing on attribution theory, I examine how frontline managers (FLMs) and employees recognize, interpret, and react to commitment HR practices adopted by their organization. Additionally, I tested the influence of the self-transcendence values of FLMs and employees on their attributional processes. In doing so, three models (frontline manager, employee, and multi-level models) were proposed and the hypotheses based on these models were tested. Data collected from 195 employees nested in 61 workgroups provided mixed support for the hypothesized relationships. In the frontline manager, tests of hypotheses revealed that FLMs' awareness of commitment HR programs affected their commitment HR attributions and implementation of commitment HR practices. The employee model showed that employees' awareness of commitment HR practices influenced their commitment HR attributions and organizational citizenship behavior (OCB). However self-transcendence was not a significant moderator in both models. Finally, the multi-level model suggested that FLMs' implementation of commitment HR practices is a significant predictor of employees' commitment HR attributions. The findings contribute to the strategic HRM literature by demonstrating how organizations can implement commitment HR practices to attain unrealized potential benefits of commitment HR practices. The failure to demonstrate the moderating effect of self-transcendence values on attributional process of commitment HR practices presents a continued challenge for future research.
Ph. D.

APA, Harvard, Vancouver, ISO, and other styles

18

Aldrich, Paul. "The role and influence of human resource management in the capital markets and investment banking sector." Thesis, Durham University, 2008. http://etheses.dur.ac.uk/80/.

Full text

Abstract:

This thesis presents research on the role and influence of human resource management in the capital markets and investment banking sector. The initial research targeted 22 leading banks in the capital markets and investment banking sector covering the period 2001 to 2003 and further, exploratory, research undertaken between March and May 2007 focused on 14 of these banks. The findings of this thesis indicate: that CEOs have greater influence over the human resource environment than human resource professionals and that where they are competent in human resource management then they can positively impact the human resource environment and following this, firm competitive advantage; that senior business line mangers must clearly understand and embrace their human resource management responsibilities for an integrated approach to human resource management to be successful; and, that the degree of human resource business partner influence is contingent on the degree of human resource business partner credibility. It is argued by this thesis that if human resource professionals have no credibility CEOs and senior business line managers are unlikely to include them in significant decision making. It is also argued that credibility can be both individual and institutional. The implications of these thesis findings include: a strategic approach to management of the talent portfolio, led by the CEO. This involves an understanding of the fundamental links between leadership and management competency as it relates to the human resource environment; talent portfolio management; and, better firm performance; an integrated and strategic working relationship between the human resource function and business managers; stronger numerical, analytical and commercial skills in the human resource function; greater measurement around talent, building up to sophisticated human capital metrics; and, the identification and active management of people related risk.

APA, Harvard, Vancouver, ISO, and other styles

19

Raby, Simon Oliver. "Explaining the role of human resource management in the performance of small to medium-sized enterprises." Thesis, University of Kent, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.604287.

Full text

Abstract:

This thesis provides an explanatory account of HRM and performance in growth-oriented SMEs. HRM researchers hold a relatively emaciated understanding of the generative mechanisms and processes at work between HRM and performance in SMEs. A rationalisation of the employment relationship allied with the predominance of a scientific approach has led to a focus on what at the expense of understanding how and why HRM influences small firm performance. It is argued within this thesis that a metatheoretical reorientation is required to address the weaknesses of existing HR1v1 and performance research. This study adopts a realist and pragmatic approach to social research inquiry. A new conceptual framework is designed that builds on prior contextual studies (e.g. Edwards et aI., 2006, Hamey and Dundon, 2006, Gilman and Edwards, 2008) to include the dynamics of growth in SMEs. This allows for the exploration of how internal and external dynamics interact with performance and labour management practices in SMEs. The analysis begins by exploring the patterns of HRM practices across SMEs through the lens of High Performance Work Systems (HPWS), findings that inform a contextual analysis of five growing SMEs. This thesis draws some interesting conclusions. First, SMEs do not score highly on measures of HPWS take-up, particularly when one inquiries into actual practice as opposed to initial survey reports. No evidence' is found of Sills taking a high performance approach to performance. Second, one cannot conclude that SMEs are deficient or that one should condemn them as failing in some way. Traditional HRM metrics cannot be easily applied to small firms; they are simply not scaled down versions of larger firms. Third, therefore, we find that aspects of HRM are addressed in ways relevant to the small firm context. Fourth, the I : notion that the application of HPWS results in increased levels of performance is too simplistic; researchers must consider their relationship as mutually reinforcing. The case studies demonstrate the relevant processes, notably the effects of shocks in relation to business performance that led to responses which in turn implied changes to HR practices. An HPWS model would have meant little to these firms. Though the second point is correct, it does not follow that all is well at all times. The case studies demonstrate differing degrees of effectiveness in dealing with external shocks, and point to the importance of leadership. Ensuring the long term growth and sustainability of firms relies on more than entrepreneurial flair alone; it requires leaders to become effective champions of change

APA, Harvard, Vancouver, ISO, and other styles

20

McGrath, Sean. "Performance in a dual distribution Irish building society : the role of human resource management and leadership." Thesis, Durham University, 2013. http://etheses.dur.ac.uk/6927/.

Full text

Abstract:

This thesis explores the subject of organisational performance in a partially franchised organisation, the EBS Building Society, a retail financial service business. It focuses on understanding why, in a dual distribution system, a franchised outlet outperforms a non-franchised outlet within the same organisation. In particular it examines the potential impact of Human Resource Management (HRM) and leadership practices at both the level of the individual and of the unit. Many studies have examined the link between HR practices and performance, however, few have studied the system of practices within a retail financial services network. This thesis is concerned with the behaviours of the managers of franchised units of the EBS Building Society and how those behaviours may potentially explain why managers outperform their colleagues in the company manned branch network from a financial perspective. Specifically, the study will highlight the current performance measures that are pertinent to both franchised and non-franchised outlets and it will set out to connect these measures to the HRM practices and leadership styles of managers in EBS units. In particular, the study explores the nature of the linkages between HRM/leadership practices and behaviours, focusing in particular on three possibilities: Empowerment, Perceived Organisational Support (POS) and Work Intensification to understanding how HRM or leadership impacts on performance in organisations. The Study found that, as anticipated, HRM had a positive indirect effect on employee service interaction behaviour with empowerment having the greatest consequence. There was also evidence that agency status within the EBS contributes to service quality, in part through the development of higher levels of unit-level employee service behaviours and unit level leadership. The importance of the research lies in the fact that it offers, for the first time, some evidence on the impact of HRM and leadership practices within a hybrid franchised financial firm in Ireland. It also offers for the first time a comparison of the three different possibilities or mediators and their explanatory powers on HRM and leadership and their effects on organisation performance by adopting a multi-level approach.

APA, Harvard, Vancouver, ISO, and other styles

21

Darwish, Tamer Khalil. "Strategic human resource management and organisational performance : an investigation in the country of Jordan." Thesis, Brunel University, 2012. http://bura.brunel.ac.uk/handle/2438/17221.

Full text

Abstract:

The purpose of this research is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms' performance. Moreover, researchers have argued that there is a need for additional studies on the HRM-performance link, and that further investigations in different contexts are required. This study responds to the call of researchers, and is conducted in a new non-Western context in the country of Jordan. The work contributes to our understanding of HR practices' impacts on employee turnover rate as well as on the actual and perceived financial performance of organisations. The empirical analysis is based on theoretical propositions which state that motivated employees, through good HR practices, remain in their positions longer and contribute positively to the overall financial performance of organisations. Rigorous statistical testing of the data on the population of financial firms shows that careful recruitment and selection, training, and internal career opportunities all have a positive impact in terms of reducing employee turnover. Training, in particular, is found to have a strong positive impact on actual and perceived financial performance. The findings do not support the indirect HRM-performance relationship mediated by employee turnover. The study provides strong support for the universalistic approach that a group of best HR practices will continuously and directly generate superior performance for the companies. We also find no evidence to support the notion that bundles or complementarities of HR practices impact better on financial performance than individual HR practices. We test the impact of strategic HR involvement (involving HR functions in the overall strategic process of the company) and HR devolvement (delegating the day-to-day HR issues to line managers) on organisational performance. Our results show that financial performance can be enhanced and employee turnover rate decreased by involving HR directors in the overall strategic decision-making process of the companies. The results indicate that the alignment of HRM with organisational strategy would improve the financial performance of the companies; however, our results suggest that the devolvement of routine HR issues to line managers may not be positively related to the financial performance of the companies or negatively related to employee turnover.

APA, Harvard, Vancouver, ISO, and other styles

22

Mohamed, Abdul Fattaah. "Human resource management in domestic vs. multinational enterprises : an investigation in the country of Brunei." Thesis, Brunel University, 2012. http://bura.brunel.ac.uk/handle/2438/13068.

Full text

Abstract:

Very little past work has focused on the comparative analysis of human resource management (HRM) practices between domestic (DEs) and multinational enterprises (MNEs). The majority of the work in this area has instead concentrated on comparing the HRM practices employed by the subsidiaries of MNEs, and has mostly been conducted in the context of developed countries. This research studies the behavioural differences in the HR practices--recruitment, training, internal career opportunities, appraisals, rewards and incentives, as practiced in DEs and MNEs in the emerging country context of Brunei Darussalam. A survey of literature yielded nine major testable hypotheses. These included MNEs being more stringent with regard to their recruitment and training and rigorous with their promotion practices. Performance appraisal (PA) processes were hypothesised to be more advanced and better structured in MNEs when compared to DEs. Incentives and reward systems were also observed and following from literature, these were predicted to be more advanced and better structured in MNEs. In addition, we also hypothesised that the role of HR directors has become more strategic in the two genres of enterprises. We also tested the impact of several control variables on HR practices. In order to put our hypotheses to test, we collected primary data from a cross-section of firms. A count revealed a total of 465 firms in operation; of these, 214 were drawn for study. A total of 151 firms (70%) responded; 88 of these (58%) were DEs and 63 (42%) were MNEs. We applied a mix of parametric and non-parametric tests to analyse the data. On balance, we found support for most hypotheses. In terms of recruitment and selection practices, MNEs are found to be more rigorous in their recruitment, placing more emphasis on such traits as candidates’ willingness to travel, devotion to task, self-motivation, and independent judgment. We also found that MNEs place more emphasis on training; they also emphasise a stronger work culture by relying on ‘induction by socialisation’, and ‘buddy system /mentoring’. Moreover, while the statistical differences on its importance are seen to be higher in MNEs, the mean score emphasising the importance of training for DEs comes out to be high as well. This shows that both sets of enterprises rank the issue of training of their employees high. In terms of internal career opportunities, the results show that MNEs prefer to avoid competition between internal candidates by preparing one person well in advance. Compared to DEs, MNEs rely on sound individual technical skills for promotion purposes, also displaying their preference for technically sound employees in senior positions. Our analysis also shows that MNEs conduct PAs more frequently than DEs, and their feedback system is also rapid. The HR directors and employees of MNEs are more receptive to PAs than those in DEs whilst; in contrast, HR directors in DEs face less opposition to feedback when compared with those in MNEs. It emerges that PAs are an important part of the HR function in both types of organisations. In terms of incentives and rewards systems, MNEs follow market ethos and principles. They also show that DEs tend to look at the industry standards when setting rewards such as ‘basic pay’. There is also higher appeal for social and psychological benefits to employees of MNEs when compared to DEs. When analysing the role of the HR director, HR directors of MNEs show a tighter fit between HR policy and business strategy compared with DEs. With regard to the subject of HR devolvement, HR directors from both DEs and MNEs indicated that rather than having sole responsibility, routine HR responsibilities were shared with line management. The area in which there is less inclination to devolve to line managers is in strategic HR work. Moreever, these traits were more pronounced in MNEs than in DEs. Further, HR directors of MNEs clearly regarded their tasks as more important than the HR directors of DEs. Our analysis also showed that MNEs had higher perceived financial performances when compared to DEs. When analyzed by age, older firms were found to place more importance on language and commitment. With regard to size, larger firms place emphasis on employees’ willingness to travel and work experience in other countries as the main recruitment criteria. Younger firms are more likely to be following market principles in terms of explaining incentives and reward system to their employees, whilst older firms claim that working for them carries social and psychological benefits for employees.

APA, Harvard, Vancouver, ISO, and other styles

23

Dass, Ted K. "Human resource processes and the role of the human resources function during mergers and acquisitions in the electricity industry." Cincinnati, Ohio : University of Cincinnati, 2008. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1227303612.

Full text

Abstract:

Thesis (Ph.D.)--University of Cincinnati, 2008.
Advisor: Ralph Katerberg PhD (Committee Chair), Paula Dubeck PhD (Committee Member), Gail Fairhurst PhD (Committee Member), Joseph Gallo PhD (Committee Member), Suzanne Masterson PhD (Committee Member), Philip Way PhD (Committee Member). Title from electronic thesis title page (viewed Jan. 17, 2009). Keywords: mergers and acquisitions; HR; HR processes; case study; HR function. Includes abstract. Includes bibliographical references.

APA, Harvard, Vancouver, ISO, and other styles

24

Poutanen, H. (Hilkka). "Developing the role of human resource information systems for the activities of good leadership." Doctoral thesis, University of Oulu, 2010. http://urn.fi/urn:isbn:9789514261725.

Full text

Abstract:

Abstract The research of the thesis is a human- and context-oriented qualitative study in the field of information systems (IS) discipline. The thesis has five research concepts: human resource information systems (HRIS), leadership, human resource management (HRM), tacit knowledge and emotional intelligence (EI). HRIS and leadership are two main concepts of the research, whereas HRM provides an application area and managerial activities of leadership for HRIS. Tacit knowledge and EI, for their part, are used to describe and interpret actions that make good leadership activities human, sensitive and successful. The theoretical framework of the thesis consists of two ideas, 1) when thinking and acting in the current way, what kind of information systems it produces, and 2) when thinking and acting in another way, what kind of information systems it creates. The framework has its base on thinking and acting in a conventional, routine and stereotyped way, which hinders the process of observing, finding out, applying and using alternative thoughts and actions although they might provide useful and innovative solutions or activities for IS design. The research has been carried out and accomplished using hermeneutic phenomenography as a research method to understand, interpret and to describe the phenomenon of the activities of good leadership and the phenomenon of the role of HRIS in the case organizations. As a result of the interviews, the good leaders’ main activity is to learn to know their employees. The essential finding is that the role of HRIS is partly unclear and even non-specific in organizations. The results indicate that the leaders do not use HRIS willingly. In their opinion HRIS do not serve or support their leadership activities. The use of HRIS is more a burden for them than a useful system. The data of HRIS benefits the managerial activities partly but does not benefit the human activities that the leaders have described and emphasized. Thus, a construct of hermeneutic phenomenography has been developed as a contribution to describe the research phenomena and to demonstrate how the role of HRIS could be developed for the activities of good leadership.

APA, Harvard, Vancouver, ISO, and other styles

25

Nhlapo, Job Mphikeleli. "The role of school management teams in human resource management in selected township schools in the Mpumalanga Province / Nhlapo Job Mphikeleli." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2527.

Full text

Abstract:

Education in South Africa faces many challenges; among them is the betterment of teaching and learning in order to improve the performance in schools, particularly in township schools where the results of learners are still not up to the required standard. For schools to function effectively, the School Management Teams (Principal, Deputy Principal, HODs), need to understand the importance of the effective management of human resources. The proper and effective management of people cannot be neglected if the schools as organisations want to attain their goals. School Management Teams as managers of schools are accountable for the effective running of the schools and the task of proper management of human resources rest on their shoulders. In this study an investigation into human recource management in selected township schools in the Gert Sibande Region (Mpumalanga Province) was done. Central to the study is the School Management Team's (SMTs) understanding of the concepts management and leadership, human resource management and related aspects. An investigation was also done regarding the knowledge, skills and strategies needed to improve education in township schools. With regard to the proper training of SMTs, various recommendations are made to expose them to more rigorous training, especially in Human Resource Management as this is the cornerstones of effective school management.
Thesis (M.Ed.)--North-West University, Vaal Triangle Campus, 2009.

APA, Harvard, Vancouver, ISO, and other styles

26

Long, Lori K. "The Role of Trainee Reactions in Online Training." Kent State University / OhioLINK, 2005. http://rave.ohiolink.edu/etdc/view?acc_num=kent1121738836.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Scholz, Tobias M. [Verfasser]. "Big Data in Organizations and the Role of Human Resource Management : A Complex Systems Theory-Based Conceptualization / Tobias M. Scholz." Frankfurt a.M. : Peter Lang GmbH, Internationaler Verlag der Wissenschaften, 2017. http://d-nb.info/1144802504/34.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Ballesteros, Ana Karen, and Federico Chavarria. "Human Competencies of an Effective Project Manager : The role of the Professional Bodies of Knowledge and Formal Education Providers in the development of soft skills." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-115631.

Full text

Abstract:

The determination of the elements that lead to project success is currently a major topic among the project management community. The role of the project manager and the influence it has on the overall results of the project has become a focus point for researchers, practitioners, and academics. The attempts that have been made to identify the characteristics and competencies of effective project managers has led to the acknowledgment that there is a need for a different set of competencies than those purely technical. The human and leadership skills of a project manager play an important role in the outcome of projects; therefore, it is important for these competencies to be taught and developed as part of project management education. Thus, this study aims to contribute to the understanding of the human competencies needed by effective project managers today and the extent to which project management bodies of knowledge, as well as formal education programs encourage the development and practice of such competencies. The research was carried out using a mix-method approach. Primary data was collected through semi-structured interviews with professors teaching different subjects within project management education programs. Secondary data was obtained from a thorough review of the main project management bodies of knowledge and project management postgraduate programs offered by accredited universities in the UK. The findings of this thesis suggest that there is a clear need for the development of the human side of project management, and that although there is no definite set of competencies for effective project managers, there are some key skills essential to those in the pursuit of success. Project management associations have shown an important change in their BOKs regarding the inclusion of topics on the human aspect of the practice from one edition to another. Moreover, as universities recognize the need to promote the development of human and leadership skills there is an opportunity to narrow the gap between the human topics covered within the programs and the methods used to teach them. However, the current role of both the BOKs and education providers is still only to create awareness on the topic rather than show and explain the use and techniques for different human skills in particular situations. Among the most suitable and effective methods for developing such competencies is the encouragement of team work, soft skills trainings, coaching and self-reflection exercises. Ultimately, it is the combined effort of the project management associations, universities, researches and practitioners themselves that will enhance the development and practice of human and leadership competencies within the project manager’s role nowadays.

APA, Harvard, Vancouver, ISO, and other styles

29

Zhong, Xuebing, and 鍾雪冰. "Enhancing the quality of life of cognitively impaired older adults : the role of organizational strategy and human resource management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2014. http://hdl.handle.net/10722/206675.

Full text

Abstract:

China has 9 million elderly individuals with dementia, which places it first in the world. Although family care remains the major source of support for people with dementia, residential care has become an indispensable choice in recent years. The biggest concern is the quality of life of the elderly with cognitive impairment or dementia (QOL-ECI) in residential care facilities (RCFs). Previous studies have explored many individual-level factors associated with QOL-ECI; however, less discussion has been conducted on how to improve it from an organizational-level perspective. China serves as a good research setting for this issue. The present study aims to establish an organizational-level framework to investigate QOL-ECI in RCFs. The Person-centered Care (PCC) Approach serves as an organizational strategy, and the High Commitment Work System (HCWS) is used as a human resource management practice. The study exposes the QOL-ECI status of RCFs in Xi’an China; and examines the relationship between PCC/HCWS and QOL-ECI respectively and jointly. A quantitative research method, survey in particular has been designed to achieve the research objectives, and has been conducted in two phases. Phase one of the study aims to validate a Chinese Version of the Person-centered care Assessment Tool (P-CATC), which is designed to measure the extent to which formal caregivers rate their facility as being person-centered. The resulting 24-item P-CAT-C is validated among a sample of full-time employees (n=330) in all 34 RCFs in urban Xi’an, a city in China. Phase two is a survey conducted among the same 34 RCFs. Full-time employees (n=330) evaluated the HCWS level for each RCF; residents with cognitive impairment (n=307) and their respective personal care workers (n=207) were invited to evaluate QOL-ECI. Hierarchical Linear Modeling (HLM) has been adopted to test the hypothesis. In phase one study, Confirmatory Factor Analysis (CFA) shows that a three-factor 15-item solution of the P-CAT-C provided adequate fit indices to the data (χ2 = 145.69, df = 81, p< 0.001, CFI = 0.93, TLI=0.91; RMSEA = 0.05). The internal consistency coefficient (Cronbach’s α=0.68) is satisfactory. The inter scale correlation shows good construct validity. The result of Phase two study shows that the total mean patient-rated QOL-ECI score is 36.06 (SD=8.16) and the caregiver-rated score is 34.09 (SD=6.88). Using caregiver-rated QOL-ECI as the dependent variable, the HLM regression analysis shows that PCC and HCWS are statistically significant with QOL-ECI respectively, and that the HCWS has a positive moderate effect on the relationship between PCC and QOL-ECI. Using patient-rated QOL-ECI as the dependent variable, the hypotheses are partially supported. This study is among the first to report the QOL-ECI status of RCFs in China. It initially demonstrates that PCC and HCWS are positively associated with QOL-ECI both respectively and jointly. It also primarily establishes an organizational-level framework to examine QOL-ECI. This will generate valuable implications and insight into research, practice and policy-making. Finally, this study further develops the PCC theory from an organizational perspective, and contributes to both management and social work literature by first adopting the HCWS for service organizations for the elderly.
published_or_final_version
Social Work and Social Administration
Doctoral
Doctor of Philosophy

APA, Harvard, Vancouver, ISO, and other styles

30

Wapshott, R., O. Mallett, and David P. Spicer. "Exploring change in small firms' HRM practices." Springer, 2014. http://hdl.handle.net/10454/17815.

Full text

Abstract:

yes
The academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.

APA, Harvard, Vancouver, ISO, and other styles

31

Norzanah, Mat Nor. "Role of human resource management in knowledge management : a study of managing knowledge workers in the multimedia super corridor (MSC) status companies, Malaysia." Thesis, Cardiff University, 2005. http://orca.cf.ac.uk/55151/.

Full text

Abstract:

This thesis pays particular attention to the management of knowledge workers in the local context. Using a survey questionnaire and an in-depth semi-structured interview, an investigation of knowledge workers was carried out based on three main perspectives, namely knowledge management, human resource management and the government development agency. The empirical focus is the Multimedia Super Corridor (MSC) status companies in Malaysia. By examining 171 usable responses to self-administered questionnaires and in-depth semi- structured interviews with 78 knowledge workers, the findings from the study are analysed to answer the following research questions: How do knowledge workers perceive the current definition of "knowledge workers" by the Multimedia Development Corporation (MDC) and what are their opinions on being classified as knowledge workers; How do knowledge workers perceive the current practices and the movement towards the importance and actual implementation of knowledge management in Malaysia; What are the factors affecting the successful implementation of knowledge management in Malaysia; What is the role of human resource management in managing knowledge workers and lielping knowledge management to meet its objectives to achieve competitive advantage; Finally, what is the role of the government development agency in ensuring the successful implementation of knowledge management in Malaysia. Several key findings are derived from this study, including opinions of agreement and disagreement with the definition of "knowledge workers". This then leads to the development of several alternative definitions of knowledge workers, which may further assist the Malaysian government in providing the real picture of the current needs of knowledge workers. It has also been found that knowledge workers have distinctive characteristics. They look for challenges, prefer freedom, like flexible hours, dislike hierarchical structures and are in great demand, frequently being "head-hunted". This information is very useful in producing competitive programmes and upgrading and supporting policy plans for human resource management, as well as for successful knowledge management implementation. Furthermore, even though MSC companies are considered to be high tech and knowledge-based, knowledge management is still in its infancy or in some cases non-existent. However, there are positive attitudes towards the importance of having knowledge management within companies to enable them to leverage their knowledge effectively. Most significantly, this study also indicates the relationship between knowledge management and human resource management. It has been revealed that the techniques of knowledge management are not sufficient without the support of appropriate human resource management practices. For example, it supports processes of knowledge transfer by creating a supportive organisational context and helps companies to retain staff and avoid high labour turnover. Finally, this thesis concludes that the current practice of human resource management could be improved and/or adjusted in order to become more compatible with the expectations of the current Malaysian high-tech industry.

APA, Harvard, Vancouver, ISO, and other styles

32

Guchait, Priyanko. "Human resource management practices and organizational commitment and intention to leave the mediating role of perceived organizational support and psychological contracts /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2007. http://hdl.handle.net/10355/4912.

Full text

Abstract:

Thesis (M.S.)--University of Missouri-Columbia, 2007.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on January 3, 2008 ) Includes bibliographical references.

APA, Harvard, Vancouver, ISO, and other styles

33

Kim, Kowoon. "The Influence of Perceived Psychological Contract Violations on Expatriate Attitudes: The Moderating Role of Individual, Organizational, and National Factors." FIU Digital Commons, 2018. https://digitalcommons.fiu.edu/etd/3684.

Full text

Abstract:

As a business becomes dependent on knowledge and intellectual capabilities, human resource management is undoubtedly a key driver of an organization’s success. In the same vein, the importance of managing human resources for the multinational enterprise (MNE) cannot be overstated (Dowling, 1999; Hiltrop, 1999; Tung, 1984). Since a large number of MNEs depend on expatriates to run their global operations despite their relatively high costs, it is essential for MNEs to develop a better understanding of expatriate management. In this regard, the psychological contract has received recent attention as an underlying mechanism for managing expatriates. However, existing psychological contract studies have paid little heed to the unique contexts of expatriate employment relationships (Ng & Feldman, 2009; Lub, Bal, Blomme, & Schalk, 2016), which are different from domestic employment relationships. Expatriates are often exposed to more complex environments than their domestic counterparts, such as different cultures. Moreover, expatriate contracts usually involve multiple parties and are directed by various interests (Kraimer & Wayne, 2004; Mendenhall & Oddou, 1985). Therefore, the current understanding of psychological contracts in the expatriation context is not well understood. This could potentially hinder the ability to manage expatriates on international assignments. Using social exchange theory and equity theory, this dissertation seeks to explore expatriates’ psychological contracts in the multi-contextual nature of expatriation. More particularly, this dissertation aims to examine the effects of psychological contract violations on attitudinal outcomes in the expatriation context and also discover potential moderators of that relationship at the individual, organizational, and national levels. Using an expatriate sample, this dissertation employs two questionnaires within a two-week interval. The findings of this dissertation contribute to a clearer understanding of expatriate management by answering essential questions of what impact perceived psychological contract violations have on expatriate attitudes and how individual, organizational, and national factors influence the effects of perceived psychological contract violations.

APA, Harvard, Vancouver, ISO, and other styles

34

Justus, Drayton Ray. "Role expectations and predictions of trends for human resource development at large public universities within the Southern Regional Education Board (SREB) area." Morgantown, W. Va. : [West Virginia University Libraries], 1999. http://etd.wvu.edu/templates/showETD.cfm?recnum=594.

Full text

Abstract:

Thesis (Ed. D.)--West Virginia University, 1999.
Title from document title page. Document formatted into pages; contains x, 125 p. : ill. (some col.). Includes abstract. Includes bibliographical references (p. 103-108).

APA, Harvard, Vancouver, ISO, and other styles

35

Addison-Laurie, Evelyn. "The Role of an Ombudsman in Mitigating Conflict." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3583.

Full text

Abstract:

Bullying behavior is a contributing factor to hostile work environments, and can cause human consequences that affect morale, performance, and productivity. The purpose of this qualitative exploratory case study was to identify the strategies that ombudsmen and human resource managers (HR) use in mitigating workplace conflict. Corporate social performance was the conceptual framework that guided this research. Nine HR managers, an ombudsman representative, and 8 ombudsmen located in New York City and in other states were interviewed based on their experience in conflict mitigation. Data extracted from the participants' shared stories along with position description documents were synthesized thematically and analyzed for emergent themes. Six themes emerged through analysis: neutrality, trust, interactive coaching competencies, contrasting roles, preventive conflict mitigation strategies, and systemic and cultural analysis. The theme of trust emerged as a key strategy to resolve conflict. The implications for social change include increased organizational accountability, fairness, security, and reduction of discrimination as the work of ombudsmen indirectly lead to cultural changes within organizations.

APA, Harvard, Vancouver, ISO, and other styles

36

Lang, Julia [Verfasser], Kornelius [Akademischer Betreuer] Kraft, and Thomas [Gutachter] Zwick. "The role of selection effects in organizational change: Empirical evidence on worker participation and human resource management practices in Germany / Julia Lang. Betreuer: Kornelius Kraft. Gutachter: Thomas Zwick." Dortmund : Universitätsbibliothek Dortmund, 2013. http://d-nb.info/1109757573/34.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Boada, Cuerva Maria. "The role of top management in human resource management: a study in SMEs. El rol de la alta dirección en la gestión de recursos humanos: un estudio en pymes." Doctoral thesis, Universitat Rovira i Virgili, 2021. http://hdl.handle.net/10803/671957.

Full text

Abstract:

Tot i que l'alta direcció és concebuda en la literatura com un stakeholder important en la funció de RRHH, hi ha una important manca d'atenció acadèmica en relació amb el paper que exerceix com a agent actiu en tots els aspectes de la GRH. Així, la present tesi intenta contribuir a aquesta literatura a través d'una anàlisi del paper necessàriament rellevant que juguen els directors generals en la GRH. Així mateix, l'observació d'aquest paper es realitza en un context poc investigat com és el de les pimes, contribuint també a la literatura de GRH en pimes. La tesi es pregunta, doncs, sobre quins són els factors i mecanismes que donen forma al paper de l'alta direcció en la GRH. Per arribar a una resposta de manera exploratòria, s'utilitza una metodologia qualitativa d’estudi de casos, per a cadascun dels quals es recullen dades amb entrevistes semiestructurades a directius, comandaments intermedis i treballadors. La mostra està composada de 25 casos d'estudi en pimes del sector hoteler. Els resultats identifiquen algunes relacions entre les característiques dels alts directius i els seus comportaments en relació amb la GRH, així com les pràctiques que acaben adoptant-se. El treball mostra també com els gerents de les pimes exerceixen un paper dual a causa de la curta distància que separa l'alta direcció dels seus empleats. Com a conseqüència, els gerents, a més de ser decisors últims de la seva empresa, també es responsabilitzen d'altres funcions més típiques de comandaments intermedis, del propi departament de RRHH o fins i tot dels treballadors. Aquestes troballes donen lloc a una sèrie d'aportacions pràctiques que destaquen la importància dels comportaments de lideratge exhibits pels directius de les pimes per sobre de les característiques específiques de les pràctiques de GRH utilitzades. Per això, és primordial informar i formar a aquests directius.
Aunque la alta dirección es concebida en la literatura como un stakeholder importante en la función de RRHH, existe una importante falta de atención académica en relación con el rol que ejerce como agente activo en todos los aspectos de la GRH. Así, la presente tesis intenta contribuir a esta literatura a través de un análisis del papel necesariamente relevante que juegan los directores generales en la GRH. Asimismo, la observación de este rol se realiza en un contexto poco investigado como es el de las pymes, contribuyendo también a la literatura de GRH en pymes. La tesis se pregunta sobre los factores y mecanismos que dan forma al rol de la alta dirección en la GRH. Para llegar a una respuesta de manera exploratoria, se utiliza una metodología cualitativa de estudio de casos, para cada uno de los cuales se recogen datos con entrevistas semiestructuradas a directivos, mandos intermedios y trabajadores. La muestra está compuesta de 25 casos en pymes del sector hotelero. Los resultados identifican algunas relaciones entre las características de los altos directivos y sus comportamientos en relación con la GRH, así como las prácticas que acaban adoptándose. El trabajo muestra también como los gerentes de las pymes ejercen un rol dual debido a la corta distancia que separa a la alta dirección de sus empleados. Como consecuencia, los gerentes, además de ser decisores últimos de sus empresas, también se responsabilizan de otras funciones más típicas de mandos intermedios, del propio departamento de RRHH o incluso de los trabajadores. Estos hallazgos dan lugar a una serie de aportaciones prácticas que destacan la importancia de los comportamientos de liderazgo exhibidos por los directivos de pymes por encima de las características específicas de las prácticas de GRH utilizadas. Por ello, es primordial informar y formar a estos directivos.
Although top management is presumed to be an important stakeholder in the HR function in the literature, there is a significant lack of academic attention paid in relation to the role they play as an active agent in all aspects of HRM. Thus, this thesis attempts to contribute to this literature through an analysis of the necessarily relevant role played by CEOs in HRM. Likewise, scarce research examining this role has been carried out in the context of SMEs, and thus the thesis also contributes to the HRM in SMEs literature. This thesis, therefore, enquires about the factors and mechanisms that shape the role of top management in HRM. To reach an answer through an exploratory approach, a case study qualitative methodology was used, collecting data through semi-structured interviews with top managers, middle managers and workers for each case. The sample was made up of 25 case studies in SMEs of the hotel sector. The results identify some relationships between the characteristics of top managers and their behaviours in relation to HRM, as well as the practices that end up being adopted. The study also shows how SME managers play a dual role due to the short distance that separates top management from their employees. As a consequence, CEOs, in addition to being the ultimate decision-makers in their company, are also responsible for other functions more typical of middle management, the HR department itself, or even the workers. These findings lead to a series of practical contributions that highlight the importance of the leadership behaviours exhibited by SME managers over and above the specific characteristics of the HRM practices used. Therefore, it is essential to inform and train these managers.

APA, Harvard, Vancouver, ISO, and other styles

38

Maneli, Golpagoon Mina, and Malin Lundman. "Samspelet mellan chef och HR-avdelning : vilken inverkan har det vid stresshantering?" Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-589.

Full text

Abstract:

Arbetsrelaterad stress är en stor riskfaktor i dagens organisationer vilket har påvisats av en stor mängd forskning. Trots att arbetsgivarens skyldighet att motverka ohälsa hos sina anställda är lagreglerad kvarstår problematiken om stress på arbetsplatser. I denna problematik existerar det delade meningar om det är chefen eller HR-avdelningen som kan utföra den mest gynnsamma stresshanteringen. I denna studie har vi därmed behandlat hur samspelet mellan chef och en centraliserad alternativt decentraliserad HR-avdelning påverkar en chefs agerande vid stresshantering. För att få en bättre insikt för detta sampel har vi utfört en jämförande fallstudie i två olika företag där vi fått möjligheten observera den rådande arbetsmiljön och att utföra 13 intervjuer med chefer, medarbetare och en HR-representant. I vår teoretiska referensram har vi kombinerat organisatoriska perspektiv för att bättre kunna förstå det komplexa samspelet som finns mellan HR-avdelning och chef.Ur det empiriska materialet framgår det att majoriteten av respondenterna i båda företagen betraktar den centraliserade HR-avdelningen som en extern funktion utan insikt i den operativa verksamheten. Detta innebär att cheferna självständigt och med stor handlingsfrihet får hantera problematiska situationer som kan vara stressrelaterade. Vidare framgår det även att samspelet mellan cheferna och HR-avdelningarna vid stresshantering är begränsad eftersom de centraliserade HR-avdelningarna saknar insyn i den operativa verksamheten. I vår analys framhävs det att chefens inställning tillsammans med organisationskulturen i företagen påverkar implementerandet och användandet av HR-avdelningens tjänster i den operativa verksamheten.Inställningen som chefen har till HR-avdelningen influerar övriga aktörer i verksamheten och således även organisationskulturen. Då en centraliserad HR-avdelning bidrar till en självständighet för chefen kan detta försvåra alternativt underlätta chefens agerande vid stresshantering. Om en chef kan hantera ett situationsanpassat ledarskap kan detta bidra till välmående medarbetare och en gynnsam stresshantering. Dock har både denna studie och tidigare forskning visat indikationer på att en chef inte alltid hinner prioritera faktorer som stresshantering. I dessa fall kan närmare kontakt med HR-medarbetare vidareutveckla chefens stresshantering. Oavsett utformning av HR-avdelning är det avgörande att organisationskulturen, som formas av cheferna och medarbetarna, främjar denna strukturering.
Work related stress is a major risk factor in today’s organisations proven by an extensive amount of research. Even though employers are obligated by law to ensure the wellbeing of their employees, the problem of stress still remains in work environments. Within this complex of problems, there exists a difference of opinion, whether it is the manager or the HR-department who can implement the most favourable stress management. In this study, we have consequently treated how the relationship between managers and a centralised alternatively de-centralised, HR-department affects a manager’s pursuance with stress management. In order to further improve the insight for this relationship, we have conducted a comparative case study in two different enterprises, where we got the opportunity to observe the prescribed working environment and to perform 13 interviews with managers, employees and an HR-representative. We have combined the perspective of the organisation in our theoretical framework of thesis, in order for us to better understand the complex relationship between the HR-department and manager.The empirical material indicates that the majority of the respondents, in both companies, regard the centralised HR-department as an external function without insight in the operational business. This denotes that the managers independently, and with freedom of action, can handle the problematic situations that could be stress related. Furthermore, it also shows that the synergy between the managers and HR-department during stress management is limited, due to the fact that the centralised HR-departments do not possess the proper perception of the operational business. Presented in our analysis is that the emphasis of the manager’s attitude, together with the culture of the organisation within the business, affects the implementation and usage of the HR-department’s services in the operational business.The fact that a centralised HR-department contributes to independence for the manager makes it either difficult or simple for the manager to act during stress management. The manager’s attitude towards the HR-department influences the remaining actors in the operational business and thus also affecting the culture of the organisation. When a manager can manage a situational leadership it can contribute to the wellbeing of the employees and a successful stress management. However, this study and earlier researches show implications that a manager does not always have the time to prioritize stress management. In these cases a closer relationship with HR-employees could further advance the manager’s stress management. Regardless of the HR-departments structure it is crucial that the organizational culture, which is created by the managers and employees, promotes this structure. The paper is presented in Swedish.

APA, Harvard, Vancouver, ISO, and other styles

39

Ramdenee, Narisha. "The role of corporate social responsibility perceptions and perceived employer brand on organisational attractiveness." Master's thesis, Faculty of Commerce, 2021. http://hdl.handle.net/11427/33008.

Full text

Abstract:

Background. Human capital, often referred to as talent, has become a key source of competitive advantage. Due to the scarcity and competition for such talent scholars and practitioners are constantly trying to find new ways to attract, engage and retain highly soughtafter employees. The recent recession and economic slow-down has, however, led to diminished financial resources which has meant that talent management strategies have had to shift with greater focus being placed on non-financially centred offers to attract talent. Such non-financial offers include employer branding (EB) and corporate social responsibility (CSR). Research Purpose. The aim of the present study was to investigate the role of perceived corporate social responsibility (CSR) on employer brand and organisational attractiveness perceptions. To achieve this aim, two research objectives were set. The first objective was to establish whether statistically significant positive causal relationships exist between perceptions of CSR, employer brand and organisational attractiveness (OA). The second objective was to estimate the relative importance of CSR and employer brand amongst other typical financial and non-financial reward elements or factors, i.e. when trade-offs need to be made. Research Design and Methodological approaches. An experimental research design was utilised and primary quantitative data was collected by means of convenience, i.e. nonprobability sampling. A realised sample of n=137 was obtained. To address the objectives stated above, a two method approach was utilised. Firstly, a 22 or 2 (CSR present or not present) x 2 (employer branding present or not present) full-factorial experiment was utilised to investigate the causal relationships with organisational attractiveness (the dependant variable). Participants were randomly assigned to one of four conditions and perceived level of attractiveness measured after being exposed to one of four fictitious recruitment posters in which the CSR and employer brand were manipulated. The validity and reliability of the organisational attractiveness scale was assessed using Principle Components Analysis (PCA) and calculating Cronbach α coefficients, respectively The data were then analysed using descriptive statistics and a 22 within-subjects Analysis of Variance (ANOVA). To address the second objective, a fractional experiment was used to estimate the relative importance of CSR when randomly manipulating several typical financial and non-financial total reward factors or elements, i.e. those typically offered to prospective employees to attract them, including remuneration, benefits, work-life balance, performance and recognition, and development and career opportunities. This was done by utilising Choice-based modelling (CBM) or choice-based conjoint analysis. The Preference Lab software was used to conduct this experiment and collect the data. Part-utility worths were then calculated to assess the relative importance of each of the six attributes. Finally, the conjoint utilities were then used to identify distinct cohorts of respondents using two-step cluster analysis. Results. The results of the 22 within-subjects or full factorial Analysis of Variance (ANOVA) revealed statistically significant main effects, as well as statistically significant interaction effects. Moreover, the CBM revealed that, in relation to the other four attributes (i.e. renumeration, work-life balance, career development and advancement and, performance management and recognition) CSR and employer branding were ranked as the third and fifth most important attributes, respectively. When identifying distinct cohorts of respondents, using cluster analysis, a 2-cluster and a 3-cluster solution was found. Findings. It was determined that when CSR is present there is an increase in organisational attractiveness and, when a desirable employer brand is present there is an increase in organisational attractiveness. Additionally, renumeration and work-life balance were ranked as relatively more important than CSR and, renumeration, work-life balance, CSR and, career development and advancement were ranked as relatively more important than employer branding. Contribution of the study. The present study hopefully contributes to a better understanding of the role of CSR and employer branding in talent attraction and so adds to the available literature in this field of study, as well as provides further theoretical perspectives on the importance of CSR in the field of reward- and talent-management. Practically, the insights gleaned from the data could be used by organisations to inform talent attraction strategies, practices and policies which may assist in attracting highly sought-after human capital and subsequently positively impact on organisational performance and sustainable organisational success. By better understanding the positive causal effect of CSR on employer brand perceptions and desirable organisational outcomes such as organisational attractiveness, this knowledge can be used to make a compelling business case for CSR. Augmenting the argument that CSR “..is the right thing to do” on the one hand, with evidence that CSR makes good business sense, makes for a compelling win-win argument for organisations to make greater social investments with obvious benefits for communities and society at large.

APA, Harvard, Vancouver, ISO, and other styles

40

Ahadzie, Divine Kwaku. "A model for predicting the performance of project managers in mass house building projects in Ghana." Thesis, University of Wolverhampton, 2007. http://hdl.handle.net/2436/15393.

Full text

Abstract:

Presently, within the human resource management (HRM) genre and including the construction management discipline, the identification and development of appropriate performance measures is seen as the only viable means for validating and engendering managerial excellence. There is also a growing awareness that appropriate predictive modelling practices can help engender the identification and development of these measures. Against the background that project-based sectors of the construction industry in developing countries need to adopt a proactive approach towards recognising and embedding performance measures in HRM practices, this thesis addresses the development of a model for predicting the performance of project managers (PMs) in mass house building projects (MHBPs) in Ghana. A literature review of the significance of performance measures in the HRM genre is first presented including an evaluation of the methodologies for measuring the performance of PMs. This is followed by a review of research and development in the management of human resources in the construction industry in developing countries including Ghana. Informed by the literature, an appropriate theoretical framework is adopted which draws on the organisational psychology theory of job performance, the conventional wisdom in project success criteria and an emerging framework of project lifecycle. Subsequently, a competency-based multidimensional conceptual model is developed. The conceptual model reflects both the elements of performance behaviours and outcomes in predicting the performance of PMs at the conceptual, design, tender, procurement, construction and operational phases of the project lifecycle. Adopting positivism as an appropriate research paradigm, structured questionnaire survey is used to elicit the relevant data from property developers in Ghana for the construction phase of the project lifecycle. Subsequently the data is analysed using one-sample t-test, factor analysis and multiple regression analysis (stepwise). From a broad range of competency-based measures used as independent variables, it is found that, the best predictors of the PMs’ performance at the “construction phase” of MHBPs are: job knowledge in site layout techniques for repetitive construction works; dedication in helping works contractors to achieve works programme; job knowledge of appropriate technology transfer for repetitive construction works; effective time management practices on the house-units; ability to provide effective solution to conflicts while maintaining good relationships; ease with which the PM is approachable by works contractors; and volunteering to help works contractors solve personal problems. These independent variables explained 74.4% of the variance in the model (at p < 0.0005). Validation of the model confirmed its goodness of fit and hence predictive accuracy. The findings suggest that at the construction phase of MHBPs, PMs who exhibit these behavioural competencies are likely to achieve higher levels of performance. Accordingly, PMs who aspire to achieve better managerial performance outcome on MHBPs should strive towards developing and improving these competencies. It is contended that the developed model could be used by property developers for the selection and recruitment of potential PMs and also for developing appropriate training requirements towards best practice improvement in the implementation of MHBPs. While the study focuses on Ghana, there is the potential for the model to be adopted for use by other developing countries towards the advancement of improved HRM activities in project management practice.

APA, Harvard, Vancouver, ISO, and other styles

41

Booysen, Cedric. "The role of the school management team in translating school evaluation into school development : a case study of a school in the Western Cape." Thesis, University of the Western Cape, 2010. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_1734_1307339905.

Full text

Abstract:

A mixed methods approach was employed and included a document study, questionnaires and a focus group interview. Participants included post level one teachers, and non-teaching staff and members of the school management team at one school in the Western Cape. Research findings indicated that the school management team only implemented IQMS to comply with departmental requirements and to ensure that teachers received pay progressions. It also emerged that planning was only done for compliance resulting in no real school development taking place at the school due to a number of constraints. It is recommended that the school management team employs a more balanced approach to school evaluation with a strong focus on both Developmental Appraisal (DA) and Performance Management (PM) as they employ whole school v development. It is further recommended that the school management team plans for school development with the intention to implement these in order to improve the conditions in the school. A final recommendation is that the Department of Education establish a directorate of school development in order to fund and assist schools with translating evaluation into school development.

APA, Harvard, Vancouver, ISO, and other styles

42

Doupal, Petr. "Vytvoření koncepce adaptace nových zaměstnanců role systémový organizátor na prostředí SAP ve ŠKODA AUTO a.s." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-149898.

Full text

Abstract:

This thesis deals with the issue of adaptation of new employees in ŠKODA AUTO a.s., particularly of those who joined the company under the "Growth strategy 2018" for "system organizer" job positions -- SAP consultants. The company has been awarded for being one of the best employers in the past years and the system of human resource management and employee care is very advanced, however there was a demand in the "Information systems and organization" department to come up with its own way to adapt new employees concretely on SAP environment beyond the regular plans in the company. The goal of this thesis is thus to analyze current general practices in the company, present arguments for the new concept of adaptation on SAP, create that concept and then evaluate it through employees' feedback. The thesis, among other things, focuses on the whole process of the creation of the adaptation, including its administration and themes. The research of the opinions of the employees will review the present results of the adaptation and will give a base for decisions on how to continue with this effort. All activities in this process were done by the author himself while being an intern in the company and member of the adaptation project team. The target of the effort and the thesis itself is to have the adaptation project green lighted for the future continuation and to eliminate premature terminations of contracts of employment, which is why the SAP adaptations were thought of in the first place. The new concept of adaptation will benefit the company, the new employees, the creators of the concept, the tutors and the author and can act as an exemplar for other departments.

APA, Harvard, Vancouver, ISO, and other styles

43

Tokošová, Irena. "Návrh na zlepšení personální činnosti v organizaci." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222650.

Full text

Abstract:

This master’s thesis is oriented on human resource management. This thesis analyzes the efficiency of the company with a focus on personal character weaknesses, ie. the organizational structure, competence of manager, combination compensation, system of empleyee appraisal and the stress load at work. It contains proposals for solutions on improving work efficiency through personnel changes.

APA, Harvard, Vancouver, ISO, and other styles

44

Burellier, Franck. "Etre ou ne pas être mèdecin-gestionnaire ? : étude de la transition vers le rôle de responsable de pôle dans les hôpitaux publics français." Phd thesis, Université de Grenoble, 2011. http://tel.archives-ouvertes.fr/tel-00754966.

Full text

Abstract:

Comment un médecin peut-il devenir médecin-gestionnaire ? Un médecin peut-il même simplement devenir médecin-gestionnaire ? Cette thèse a pour vocation de mieux comprendre le phénomène de transition vers un rôle de médecin-gestionnaire, phénomène jugé difficile autant en pratique qu'en théorie. Celui-ci tend à se développer avec l'introduction de la gestion de la performance dans les organisations publiques européennes. Cette recherche prend comme illustration le rôle de responsable de pôle, nouveau rôle mêlant responsabilités médicales et gestionnaires, instauré au sein des hôpitaux publics français. Cette thèse s'articule autour de trois études menées de manière progressive. Une première étude envisage la transition de manière globale, en s'attachant à l'analyse des ajustements entre le médecin et son nouveau rôle. Elle est menée à partir d'une étude de cas et d'entretiens auprès de deux établissements de santé (un Centre Hospitalier Universitaire et un Centre Hospitalier) et de leurs 22 responsables de pôle. Elle met en avant l'importance de la dimension individuelle dans la transition analysée. Une deuxième étude se focalise sur l'influence de l'identification au rôle de médecin-gestionnaire sur la transition. Elle est menée à partir d'une étude de cas et d'entretiens auprès de 4 responsables de pôle d'un CHU et de leurs principaux collègues. Elle soulève l'effet de customisation de la posture d'identification au rôle sur la tenue de ce dernier. Une troisième étude s'oriente finalement sur le travail identitaire des médecins dans la tenue de leur rôle de médecin-gestionnaire. Elle est également menée à partir d'une étude de cas auprès des 4 mêmes responsables de pôle, mais au travers d'observations directes de leur comportement en réunion. Elle fait émerger l'importance de l'utilisation de l'identité en action pour tenir un rôle de médecin-gestionnaire. La thèse que nous défendons est que la transition vers un rôle de médecin-gestionnaire peut s'effectuer à partir d'ajustements et avec des postures d'identification variées, du moment que l'identité du médecin est retravaillée dans l'action. Nous conseillons aux établissements de santé de privilégier des dispositifs d'accompagnement personnalisés sur le terrain afin d'aider les médecins à comprendre la logique de leur rôle.

APA, Harvard, Vancouver, ISO, and other styles

45

Su, Yu-Hsuan, and 蘇鈺瑄. "The Impact of Human Resource Management Practices towards Middle Managers on Role-based Performance: Exploring the Serial Mediation Mechanism." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/224v93.

Full text

Abstract:

碩士
國立彰化師範大學
人力資源管理研究所
106
In the era of the knowledge-based economy, social capital and self-directed learning are prerequisites to companies’ sustainable management and sustainable competitiveness. How can companies use appropriate human resources measures to influence middle managers who are the main stream of the company to live up to the company’s expectations for sharing knowledge and passing down experiences? How should companies stimulate middle managers’ self-directed learning motivation so as to enhance results? To resolve the above issues, this study conducted an in-depth study of the serial mediation effect of social capital and self-directed learning on human resources management practices towards middle managers and role-based performance, which will serve as a reference for companies when promoting knowledge management. This study carried out two-stage questionnaire surveys. Full-time middle managers from different manufacturing sectors in Taiwan were targeted for questionnaire distribution. A total of 525 questionnaires were distributed, of which 461 questionnaires were returned, accounting for the response rate of 87.8%. The research results indicate that human resource management practices towards middle managers should be able to shape mutual investment relationships, encourage sharing and creating knowledge, and create social capital. At the same time, the practices can include encouraging team learning, enhancing self-directed learning motivation, arranging middle managers to apply what they have learned in the workplace, and promoting self-directed learning effects in order to improve role-based performances.

APA, Harvard, Vancouver, ISO, and other styles

46

Chibi, Sibusiso Desmond. "The role of human resource management in supporting the strategic objectives of the Environmental Programmes Branch of the Department of Environmental Affairs." Diss., 2017. http://hdl.handle.net/10500/23212.

Full text

Abstract:

The study employed a quantitative research method, which is descriptive in nature, to determine the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs. This interest was explored with particular reference to the Environmental Programmes branch of the Department of Environmental Affairs. Data was gathered from senior, middle and junior managers through self-administered questionnaires and it was then analysed using statistical methods and graphs. The findings reveal that the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs is not efficiently elevated or viewed to have any influence on the desired goals of the Department of Environmental Affairs. As a result, the Human Resource Management component is not considered a strategic partner. Furthermore, the senior, middle and junior managers know very little about the Human Resource Management strategy and there exists a lack of emphasis on the development and implementation of joint strategic human resource management plans between the managers and the Human Resource Management component.
Public Administration
M.P.A.

APA, Harvard, Vancouver, ISO, and other styles

47

Chou, Chao-Lin, and 周兆琳. "How Human Resource Management Measures of Middle Managers Enhance Role-Based Performance Through Thriving at Work -From the Perspective of Social Exchange Theory and Psychological Contract Theory." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/uh68ea.

Full text

Abstract:

碩士
國立彰化師範大學
人力資源管理研究所
106
Thriving at work is a positive mental state experienced by an individual at work. This state can enable a middle manager to maintain an endless stream of vitality and learning power and continue to achieve higher performance expected within and outside of his/her role, which is conducive to the organization’s sustainable development. The causes of this mental state are the human resource management measures that can bring competitive advantages to the organization. This study adopted the social exchange theory and the psychology contract theory as the bases to explore the mediating effect of thriving at work on human resources management measures and role-based performance, so as to ensure that both the organization and individuals can contribute to the company’s goal of maintaining sustainable competitive advantages. This study focused on the technology industry and the manufacturing industry in Taiwan. The questionnaire survey method was adopted to implement two-stage testing with a one-month interval. The questionnaires were distributed to 461 middle managers, as the research participants, in 45 companies. Among them, 454 questionnaires were valid, accounting for a valid response rate of 87.81%. The main findings of this research verify that: (1) Human resource management measures have a significant positive effect on the basic performance of middle managers; (2) Human resource management measures have a positive effect on thriving at work of middle managers; (3) Thriving at work has a positive effect on the role-based performance of middle managers; (4) Human resource management measures, mediated by thriving at work, have a positive effect on the role-based performance of middle managers.

APA, Harvard, Vancouver, ISO, and other styles

48

Huang, Shiou-Yi, and 黃綉怡. "Human Resource Management Competencies of Line Manager." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/43gvy5.

Full text

Abstract:

碩士
國立中山大學
人力資源管理研究所
95
The major of this study is to examine Human Resource Management Competencies of Line Manager and identify their affectability.This study perceived 20 competencies in five domains: business management competencies, human resource functional expertise, revolutionary ,self-development and support & service for employee to examine their importance through the Analytical Hierarchy Process, AHP.

APA, Harvard, Vancouver, ISO, and other styles

49

POSPÍŠILOVÁ, Lenka. "Řízení lidských zdrojů ve vybrané organizaci." Master's thesis, 2011. http://www.nusl.cz/ntk/nusl-53019.

Full text

Abstract:

The theme of my thesis was Human resource management in the selected organization. I chose the CSOB. In the theoretical part, I wrote about the important definitions associated with this topic. For example, human resource management, human resources, intellectual capital, human capital, knowledge organization, knowledge worker, culture, corporate culture, training and staff employees, the role of the HRM manager. The main objective was to evaluate human resource management with a focus on developing intellectual capital in a particular organization. Partial objectives was: characteristics of the selected company, its historical development, targeting and mapping of the human resources department, design and evaluation of the marketing research staff focused on the functionality of human resources in the organization, analysis of data and information, and an overall assessment of current approaches to managing human resources and intellectual capital to work with the selected organization and assessment of current situation and possibilities for improvement and formulation of its own proposals and measures in the field of human resources. The practical part of my work I have a stock of internal materials the HRM system in CSOB, I conducted market research among employees. Next, I evaluated the results of marketing research and presented in the form of tables and graphs. The data analysis revealed that employees are most satisfied with the HRM system, I see only a lack of communication and access management company. Solution is open communication and improved access to management start.

APA, Harvard, Vancouver, ISO, and other styles

50

CHANG, CHIEH-LUNG, and 張介龍. "Human Resource Manager Role, Human Resource Department Role, Compensation System and Organization Performance — The Contingency Model of Organizational Life Cycle." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/39895255259632259617.

Full text

Abstract:

碩士
國立屏東商業技術學院
經營管理研究所
97
A business in globalization competition, the beginning abundance of Human Resource is importance, the academia circles and industrial circles about to: Human Resources Management, Human Resources Department and Human Resources Manager are have numerous discuss. However, to study Human Resources Role change through Organizational Life Cycle is not many. Moreover the Compensation System in Human Resources Management function, a good Compensation System may attract the outstanding employees and to invigorate employees, helps the enterprise to continue forever living. In fact, different a stage of Organizational have different contend, therefore the Organizational a demand on Human Resources Role is different, for understanding the Human Resource should play what kind of role separately in Organization Life Cycle various stages, and different Organizational Life Cycle about effect for Compensation System have any influence. ours study aimed the effects of Human Resources Manager Role and Human Resources Department and Compensation System in the different Organization Life Cycle on Organization Performance. Object of research is First 500 big firms in Manufacturing industry in Taiwan, the method is questionnaire survey, the questionnaire is send by post to Object of research, answer by Human Resources Manager, Altogether recycles 67 questionnaire, and effective questionnaire have 60, the effective returns-ratio is 12%, use the hierarchical regression analysis to data. findings to discover Strategy partner & Change agent Role and Employee champion Role are have forward influence to Organization Performance, but Administrative expert is not have significance effective, in Human Resources Department findings to discover Strategy partner & Change agent Role and adviser Role are have forward influence to Organization Performance, but Administrative & Employee service Role is not have significance effective, in Compensation System findings three role are all have forward influence to Organization Performance. To enter into the Organization Life Cycle, findings to discover if Organization in the Organization Life Cycle earlier stage, the Human Resources Manager to play the role of high Strategy partner & Change agent Role, it have high forward influence to Organization Performance, but if Organization in the Organization Life Cycle a later stage, it is not have significance effective, anther if Organization in the Organization Life Cycle earlier stage, the Human Resources Department to play the role of high Administrative & Employee service Role it have high negative forward influence to Organization Performance, but if Organization in the Organization Life Cycle a later stage, it have high forward influence to Organization Performance, in Compensation System the Organization Life Cycle is not have any influence to Compensation System.

APA, Harvard, Vancouver, ISO, and other styles

Dissertations / Theses on the topic 'The role of the manager in the human resource management'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles